Moments that Transform:
|
|
- Ralf Patterson
- 5 years ago
- Views:
Transcription
1 October, 2013 Moments that Transform: the Miami 2020 Plan MiamiOH.edu/2020plan
2 Unifying Goal: Learning and Discovery Promote a vibrant learning and discovery environment that produces extraordinary student and scholarly outcomes Moments that Transform: the Miami 2020 Plan The University Vision Miami will provide the best undergraduate experience in the nation, enhanced by superior, select graduate programs Guiding Principles and Expectations that Permeate Plan Actions University, divisional and specific unit area strategies should be predicated upon these framing principles: Quality Extraordinary student outcomes Academic rigor Innovation and creativity Accountability and efficiency Growing and leveraging university resources Collaboration and inclusiveness Use of technology to enrich personalized learning This goal is what brings everyone together at Miami. It s why we re here and is the cornerstone of our university vision. Our ranking as the #1 public university for commitment to teaching attests to its importance. At its very core, education has always been about transformation through learning and discovery. But the ways in which learning and discovery are experienced are continually evolving. The traditional, iconic lecture has given way to a vast array of ways to learn, and the successful universities of today and tomorrow will be those that integrate, adapt to, and shape this array with academic rigor that challenges students and prepares them for the future and the continual change that comes with it. At Miami, it also means that distinguished faculty and dedicated staff foster knowledge and the ability to apply it through extraordinary undergraduate research opportunities not found at most universities. Research and learning led by passionate faculty mentors in an environment that embraces the entire college experience at Miami and beyond sets us apart. The ideas, ingenuity, and dedication to service catalyzed in our graduates will enable them to meaningfully contribute to the communities in which they live and work. At Miami, above all, it s personal: We will broaden hybrid approaches to learning, online environments and platforms, and the use of learning analytics to augment the intensely personalized and relationship-centric teaching and mentoring that are the most sought-after hallmarks of a Miami education. Objective 1 Prepare students for success at Miami and beyond through a liberal and applied education emphasizing inquiry-based experiential learning that integrates many disciplines Unifying Goal: Learning and Discovery Promote a vibrant learning and discovery environment that produces extraordinary student and scholarly outcomes Objective 2 Immerse faculty, undergraduate, and graduate students in research and creative scholarship that forms a vital part of the learning experience Objective 3 Engage students with substantive co-curricular and internship opportunities that augment their learning and establish a strong foundation for lifelong success, growth, and adaptability Foundation Goal 1: Transformational Work Environment Ensure vitality and sustainability by building a forward-looking, efficient, and caring culture that stimulates, recognizes, and rewards creativity, entrepreneurial thinking, and exemplary performance Foundation Goal 2: Inclusive Culture and Global Engagement Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences Foundation Goal 3: Effective Partnerships and Outreach Cultivate mutually beneficial partnerships and applied and service-oriented projects that strengthen our local, state, national, and world communities Objective 4 Offer flexible pathways to and through the university, including interdisciplinary, e-learning, and multiple degree options, to help students achieve timely and cost-effective completion MiamiOH.edu/2020plan 1 } Miami University 2020 Plan Miami University 2020 Plan { 2
3 Foundation Goal 1: Transformational Work Environment Ensure vitality and sustainability by building a forward-looking, efficient, and caring culture that stimulates, recognizes, and rewards creativity, entrepreneurial thinking, and exemplary performance Foundation Goal 2: Inclusive Culture and Global Engagement Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences Financial, environmental, and above all, human resources are critical to Miami s future. Our responsibility to our families and our larger communities is to manage our resources in such a way that students can continue to afford and benefit from all that Miami has to offer. At the same time, we must invest in sustained quality and continual improvement of our facilities, programs, operations, and people to remain competitive; attract resources, investment, and revenue from alternative sources; and continue to serve as a thriving economic driver for our region. This means we must aggressively promote our quality, operate efficiently, demonstrate accountability, push creative boundaries to explore new funding options, and adapt quickly to a constantly evolving higher education landscape. Already recognized as #3 in the nation for using resources most efficiently in providing a high quality education, Miami s further commitment is to become one of the most forward-thinking, productive, and effective higher education environments. To achieve that goal, we must provide an engaging and supportive work environment that thrives on creative thinking, make decisions and implement change in a timely manner, and embrace hybrid and online learning environments. Our students, faculty, and staff must be immersed in experiences that foster an inclusive and diverse culture, one that promotes the knowledge and appreciation of cultural differences at home and abroad, and values varied backgrounds, experiences, and perspectives. The more an educational environment embraces the increasingly interconnected and ever-evolving world beyond it, the more its students become informed and engaged global citizens who can affect positive change. Miami has made good progress in recruiting and retaining diverse students, staff, and faculty, and providing opportunities for global experiences. We consistently are ranked among the top two public/doctoral institutions in the nation for study abroad participation, have superior retention for our international students, support a Center for American and World Cultures, and have built a successful Bridges program for underrepresented prospective students. These are good springboards from which we will broaden our relationships and understanding to build a more inclusive and welcoming community. But, we must provide more academic and social opportunities that encourage members of the Miami community to step beyond what feels comfortable and familiar into engagement with people and cultural experiences new to them. Objective 1: Promote a work environment built upon continuous improvement and evaluation that empowers employees through ongoing professional development and career growth opportunities Objective 2: Recognize and reward Miami employees for increasing effectiveness and productivity by utilizing their expertise, creativity, and collaboration to constantly improve accountability, productivity, and efficient utilization of resources Objective 3: Implement flexible and accountable governance structures that increase the university s responsiveness and ability to make timely decisions Objective 4: Minimize tuition increases through a transparent, strategic financial and budgetary system that incentivizes new revenue streams, reallocates resources, and promotes team-oriented solutions to fiscal challenges Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences Objective 4: Expand, virtually and physically, Miami s global involvement 3 } Miami University 2020 Plan Miami University 2020 Plan { 4
4 Foundation Goal 3: Effective Partnerships and Outreach Cultivate mutually beneficial partnerships and applied and serviceoriented projects that strengthen our local, state, national, and world communities University-Level Objectives & Metrics Public-private partnerships and community service increase institutional relevance and have a strong, positive impact on communities and industries. They work hand-in-hand to benefit the university, its students, and those with whom we partner. Miami has recently received recognition as one of only five universities in the nation to receive the Presidential Award for service; we have forged new partnerships such as the Lockheed Martin Leadership Institute,; Project Dragonfly, which partners with zoos in major cities; Over-the-Rhine Center for Community Engagement; and the Urban Teaching Cohort, which works with school districts in Cincinnati, Chicago, and Cleveland. The majority of our students already participate in internships, other applied learning, or Service- Learning, enabling them to solve problems, improve quality of life, and contribute to Miami s larger responsibility to the world beyond our campuses. We will leverage these successes to expand synergistic and continually evolving partnerships, enhancing Miami s reputation as a sought-after university partner. Partnership opportunities exist with other universities and colleges, companies, alumni, non-profits, countries, and communities, and through internal cross-departmental collaborations. They also allow us to expand internships, service, and applied learning offerings that are a true win-win: our students gain valuable experience and, in turn, provide wide-ranging benefits to our partners. We will include our many successful alumni in our vision for this goal to increase our ability to recruit and retain students, raise funds, and remain relevant in an increasingly complex, ever-changing, and competitive higher education landscape. Objective 1: Partner with educational and other public- and privatesector institutions to co-design academic and outreach programs that enhance access to and support of quality higher education Objective 2: Increase lifelong learning opportunities, engagement, and giving from alumni, parents, and friends Objective 3: Grow Miami s sponsored research, grants, intellectual property, internships, and co-curricular learning opportunities by helping corporate, governmental, and non-profit entities thrive through solutions-oriented partnerships Objective 4: Advance Ohio s economic development and prosperity by providing talent and expertise that helps shape policy and improves quality of life Unifying Goal: Promote a vibrant learning and discovery environment that produces extraordinary student and scholarly outcomes. Objective 1: Prepare students for success at Miami and beyond through a liberal and applied education emphasizing inquiry-based experiential learning that integrates many disciplines. Metric 1: Miami will achieve a six-year graduation rate of 85% and a four-year graduation rate of 75%. Metric 2: One year after graduation, 90% of graduates who seek employment will be employed in a full-time position. Metric 3: One year after graduation, 75% of students who apply to graduate or professional school will receive at least one offer of admission. Objective 2: Immerse faculty, undergraduate, and graduate students in research and creative scholarship that forms a vital part of the learning experience. Metric 4: Continue to increase the quality and impact of scholarship or creative performance. Metric 5: Upon graduation, 75% of Miami students will have participated in a research or a similar experiential learning activity (e.g., fieldwork, field or clinical placement, service-learning, public or private sector engagement, or performances). Objective 3: Engage students with substantive co-curricular and internship opportunities that augment their learning and establish a strong foundation for lifelong success, growth, and adaptability. Metric 6: 75% of Miami students will have completed an internship before they graduate. Metric 7: 90% of Miami students will have two or more co-curricular experiences before they graduate. Objective 4: Offer flexible pathways to and through the university, including interdisciplinary, e-learning, and multiple degree options, to help students achieve timely and cost-effective completion. Metric 8: 25% of our students will graduate with multiple degrees/majors, and 5% will graduate with a combination Bachelor and Master s degree. Metric 9: 60% of degree programs can be completed in three years or less through curriculum revision and by using different pedagogical approaches and modes of delivery. Metric 10: Increase the online and hybrid credit hours to 10% of the total credit hours. 5 } Miami University 2020 Plan Miami University 2020 Plan { 6
5 Foundational Goal 1: Ensure vitality and sustainability by building a forward-looking, efficient, and caring culture that stimulates, recognizes, and rewards creativity, entrepreneurial thinking, and exemplary performance. Objective 1: Promote a work environment built upon continuous improvement and evaluation that empowers employees through ongoing professional development and career growth opportunities. Metric 11: All employees will have an annual evaluation that aligns with the overall university objectives and a measurable professional development plan. Objective 2: Recognize and reward Miami employees for increasing effectiveness and productivity by utilizing their expertise, creativity, and collaboration to constantly improve accountability, productivity, and efficient utilization of resources. Metric 12: At least 25% of the merit salary improvement pool for faculty and unclassified staff will be allocated to recognize and reward exemplary performance that contributes to university and unit goals and objectives. Objective 3: Implement flexible and accountable governance structures that increase the University s responsiveness and ability to make timely decisions. Metric 13: The timeline for the process of soliciting input and recommendations for governance purposes should not exceed one semester as appropriate. Objective 4: Minimize tuition increases through a transparent, strategic financial and budgetary system that incentivizes new revenue streams, reallocates resources, and promotes team-oriented solutions to fiscal challenges. Metric 14: One percent of total revenues annually will come from new or expanded revenue initiatives other than tuition rate increases. Metric 15: Divisional deans will annually realign 1% of their divisional University budgeted funds by phasing out low priority organizational structures, programs, and activities. These funds will be set aside to support new, or expanding successful, programs and collaborations with an emphasis on inter- and multi-disciplinary activities. Metric 16: 0.5% per year of permanent budgetary funds will be captured from improvements in divisional productivity, and these funds will be collected centrally and redistributed. Metric 17: Implement, and annually update, a transparent, flexible, and dynamic ten-year budget plan that will ensure a sustainable and financially viable foundation. Foundational Goal 2: Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences. Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators. Metric 18: Grow the diversity of our students, faculty, and staff. Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives. Metric 19: 75% of Miami students will report that they feel welcome and have had significant and meaningful interactions with diverse groups. Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences. Metric 20: 60% of Miami students will study abroad or study away. Metric 21: All Miami students will have a curricular or co-curricular cultural learning experience, e.g., intensive community engagement, service learning experience, intercultural or global learning requirement. Objective 4: Expand, virtually and physically, Miami s global involvement. Metric 22: All faculty and staff will engage in meaningful, globally diverse cultural activities (e.g., volunteer or community engagement, course or workshops on global and intercultural topics, professional training on diversity issues). Metric 23: Miami will expand, virtually and physically, by 25%, it international partnerships and activities to increase its impact on the global stage. Foundation Goal 3: Cultivate mutually beneficial partnerships and applied and serviceoriented projects that strengthen our local, state, national and world communities. Objective 1: Partner with educational and other public-and private-sector institutions to co-design academic and outreach programs that enhance access to and support of quality higher education. Metric 24: Miami will partner with two-year institutions to double the number of transfer students to the Oxford campus to 400 students. Metric 25: Miami will double its partnerships with Ohio and other area high schools to recruit college-bound students, e.g., through PSEO, expansion of the Oxford Pathway Program, dual enrollment, tutoring or mentoring programs, bridge and summer programs. Objective 2: Increase lifelong learning opportunities, engagement, and giving from alumni, parents, and friends. Metric 26: Miami will provide educational opportunities and career support to at least 10% of our alumni and other external stakeholders, e.g., through programs similar to Winter College, Alumni Weekend activities, and webinars. Metric 27: Increase the total dollar amount raised annually from alumni, parents, and friends by 10% per year. Objective 3: Grow Miami s sponsored research, grants, intellectual property, internships, and cocurricular learning opportunities by helping corporate, governmental, and non-profit entities thrive through solutions-oriented partnerships. Metric 28: Increase the total dollars of external funding (contracts and grants) to $30 million. Metric 29: Increase by 25% the number of mutually beneficial educational, governmental, and corporate partnerships. Objective 4: Advance Ohio s economic development and prosperity by providing talent and expertise that helps shape policy and improves quality of life. Metric 30: By 2020, 10% of the Miami University community will be engaged in providing expertise and advancing the success of public and private entities. 7 } Miami University 2020 Plan Miami University 2020 Plan { 8
6 Metrics, Examples for Divisions, Departments, and Areas University divisions, units and areas will identify metrics specific to their area plans to complement, contribute to and culminate in overarching universitylevel metrics, goals, and objectives. Some area metrics will be understandably unique, depending on the area s proposed tactics. For example, to contribute to the first university level measure for consideration graduation rate percentage an academic unit may strive to increase the graduation rate or the first-to-second year retention rate of the students enrolled within its program, with that increase thereby contributing to the whole. Enrollment management might increase the quality of the incoming class. An operating unit such as physical facilities or food service might strive to determine the percentage of students who indicate on surveys that residence halls and food service contribute to a superior student experience, which influences their desire to remain at the university. Separate or unique measures for those areas might include assessing the quality of facilities and food. The driving factor for every area is to contribute to the university s 2020 plan goals and objectives through stand-out tactics measured against our plan s framing principles: quality, accountability and efficiency, growing and leveraging our resources, collaboration and inclusiveness, use of technology to enrich personalized learning, extraordinary student outcomes, academic rigor, innovation, and creativity. Sample templates and examples are online at Timeline Visit frequently for updates and current timeline. 9 } Miami University 2020 Plan
Mary Washington 2020: Excellence. Impact. Distinction.
1 Mary Washington 2020: Excellence. Impact. Distinction. Excellence in the liberal arts has long been the bedrock of the University s educational philosophy. UMW boldly asserts its belief that the best
More informationUniversity of Delaware Library STRATEGIC PLAN
University of Delaware Library STRATEGIC PLAN OVERVIEW The Library, Museums, and Press (hereafter referred to as the Library) are fundamental to ensuring the realization of the University of Delaware s
More informationDavidson College Library Strategic Plan
Davidson College Library Strategic Plan 2016-2020 1 Introduction The Davidson College Library s Statement of Purpose (Appendix A) identifies three broad categories by which the library - the staff, the
More informationVolunteer State Community College Strategic Plan,
Volunteer State Community College Strategic Plan, 2005-2010 Mission: Volunteer State Community College is a public, comprehensive community college offering associate degrees, certificates, continuing
More informationLecturer Promotion Process (November 8, 2016)
Introduction Lecturer Promotion Process (November 8, 2016) Lecturer faculty are full-time faculty who hold the ranks of Lecturer, Senior Lecturer, or Master Lecturer at the Questrom School of Business.
More informationVOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION
VOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION CONTENTS Vol Vision 2020 Summary Overview Approach Plan Phase 1 Key Initiatives, Timelines, Accountability Strategy Dashboard Phase 1 Metrics and Indicators
More informationThe University of North Carolina Strategic Plan Online Survey and Public Forums Executive Summary
The University of North Carolina Strategic Plan Online Survey and Public Forums Executive Summary The University of North Carolina General Administration January 5, 2017 Introduction The University of
More informationMichigan State University
Michigan State University Dean of the College of Agriculture and Natural Resources Michigan State University (MSU), the nation s premier land-grant university, invites applications and nominations for
More informationStrategic Plan SJI Strategic Plan 2016.indd 1 4/14/16 9:43 AM
Strategic Plan SJI Strategic Plan 2016.indd 1 Plan Process The Social Justice Institute held a retreat in December 2014, guided by Starfish Practice. Starfish Practice used an Appreciative Inquiry approach
More informationTexas Woman s University Libraries
Texas Woman s University Libraries Envisioning the Future: TWU Libraries Strategic Plan 2013-2017 Envisioning the Future TWU Libraries Strategic Plan 2013-2017 2 TWU Libraries Strategic Plan INTRODUCTION
More informationUniversity of Toronto
University of Toronto OFFICE OF THE VICE PRESIDENT AND PROVOST Governance and Administration of Extra-Departmental Units Interdisciplinarity Committee Working Group Report Following approval by Governing
More informationSwinburne University of Technology 2020 Plan
Swinburne University of Technology 2020 Plan science technology innovation Swinburne University of Technology 2020 Plan Embracing change This is an exciting time for Swinburne. Tertiary education is undergoing
More informationDRAFT Strategic Plan INTERNAL CONSULTATION DOCUMENT. University of Waterloo. Faculty of Mathematics
University of Waterloo Faculty of Mathematics DRAFT Strategic Plan 2012-2017 INTERNAL CONSULTATION DOCUMENT 7 March 2012 University of Waterloo Faculty of Mathematics i MESSAGE FROM THE DEAN Last spring,
More informationA Strategic Plan for the Law Library. Washington and Lee University School of Law Introduction
A Strategic Plan for the Law Library Washington and Lee University School of Law 2010-2014 Introduction Dramatic, rapid and continuous change in the content, creation, delivery and use of information in
More informationOHIO STATE S STRATEGIC PLAN TIME AND CHANGE. Enable, Empower and Inspire
OHIO STATE S STRATEGIC PLAN TIME AND CHANGE Enable, Empower and Inspire TABLE OF CONTENTS Letter from Board Chair Alex Shumate and President Michael V. Drake, MD Introduction Ohio State's Aspiration The
More informationOnline Master of Business Administration (MBA)
Online Master of Business Administration (MBA) Dear Prospective Student, Thank you for contacting the University of Maryland s Robert H. Smith School of Business. By requesting this brochure, you ve taken
More informationCalifornia Professional Standards for Education Leaders (CPSELs)
Standard 1 STANDARD 1: DEVELOPMENT AND IMPLEMENTATION OF A SHARED VISION Education leaders facilitate the development and implementation of a shared vision of learning and growth of all students. Element
More informationRequest for Proposal UNDERGRADUATE ARABIC FLAGSHIP PROGRAM
Request for Proposal UNDERGRADUATE ARABIC FLAGSHIP PROGRAM Application Guidelines DEADLINE FOR RECEIPT OF PROPOSAL: November 28, 2012 Table Of Contents DEAR APPLICANT LETTER...1 SECTION 1: PROGRAM GUIDELINES
More informationUniversity of Toronto Mississauga Degree Level Expectations. Preamble
University of Toronto Mississauga Degree Level Expectations Preamble In December, 2005, the Council of Ontario Universities issued a set of degree level expectations (drafted by the Ontario Council of
More informationSTUDENT EXPERIENCE a focus group guide
STUDENT EXPERIENCE a focus group guide September 16, 2016 Overview Participation Thank you for agreeing to participate in an Energizing Eyes High focus group session. We have received research ethics approval
More information10/6/2017 UNDERGRADUATE SUCCESS SCHOLARS PROGRAM. Founded in 1969 as a graduate institution.
UNDERGRADUATE SUCCESS SCHOLARS PROGRAM THE UNIVERSITY OF TEXAS AT DALLAS Founded in 1969 as a graduate institution. Began admitting upperclassmen in 1975 and began admitting underclassmen in 1990. 1 A
More information2020 Strategic Plan for Diversity and Inclusive Excellence. Six Terrains
2020 Strategic Plan for Diversity and Inclusive Excellence Six Terrains The University of San Diego 2020 Strategic Plan for Diversity and Inclusive Excellence identifies six terrains that establish vision
More informationAn Introduction to LEAP
An Introduction to LEAP Liberal Education America s Promise Excellence for Everyone as a Nation Goes to College An Introduction to LEAP About LEAP Liberal Education and America s Promise (LEAP) is a national
More informationGUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION
GUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION A Publication of the Accrediting Commission For Community and Junior Colleges Western Association of Schools and Colleges For use in
More informationMission Statement To achieve excellence in our Pharm.D. and graduate programs through innovative education and leading edge research.
Mission Statement To achieve excellence in our Pharm.D. and graduate programs through innovative education and leading edge research. We will achieve our mission by graduating outstanding future pharmacists
More informationCore Strategy #1: Prepare professionals for a technology-based, multicultural, complex world
Wright State University College of Education and Human Services Strategic Plan, 2008-2013 The College of Education and Human Services (CEHS) worked with a 25-member cross representative committee of faculty
More informationIndicators Teacher understands the active nature of student learning and attains information about levels of development for groups of students.
Domain 1- The Learner and Learning 1a: Learner Development The teacher understands how learners grow and develop, recognizing that patterns of learning and development vary individually within and across
More informationStrategic Plan Dashboard Results. Office of Institutional Research and Assessment
29-21 Strategic Plan Dashboard Results Office of Institutional Research and Assessment Binghamton University Office of Institutional Research and Assessment Definitions Fall Undergraduate and Graduate
More informationNORTH CAROLINA STATE BOARD OF EDUCATION Policy Manual
NORTH CAROLINA STATE BOARD OF EDUCATION Policy Manual Policy Identification Priority: Twenty-first Century Professionals Category: Qualifications and Evaluations Policy ID Number: TCP-C-006 Policy Title:
More informationUniversity of Plymouth. Community Engagement Strategy
University of Plymouth Community Engagement Strategy 2009 2012 The University is at the top spot in the national People and Planet green university league table. The Active in Communities project has run
More informationSan Diego State University Division of Undergraduate Studies Sustainability Center Sustainability Center Assistant Position Description
San Diego State University Division of Undergraduate Studies Sustainability Center Sustainability Center Assistant Position Description I. POSITION INFORMATION JOB TITLE DEPARTMENT Sustainability Center
More informationCollege of Liberal Arts (CLA)
College of Liberal Arts (CLA) 1 College of Liberal Arts (CLA) Courses CLA 1001. The CLA First Year Experience. 1 Credit Hour. The CLA First Year Experience introduces students to the rich diversity of
More informationFACULTY OF PSYCHOLOGY
FACULTY OF PSYCHOLOGY STRATEGY 2016 2022 // UNIVERSITY OF BERGEN STRATEGY 2016 2022 FACULTY OF PSYCHOLOGY 3 STRATEGY 2016 2022 (Adopted by the Faculty Board on 15 June 2016) The Faculty of Psychology has
More informationChart 5: Overview of standard C
Chart 5: Overview of standard C Overview of levels of achievement of the standards in section C Indicate with X the levels of achievement for the standards as identified by each subject group in the table
More informationCultivating an Enriched Campus Community
Cultivating an Enriched Campus Community The Goal: Create and support a dynamic inclusive campus community that provides high-quality, student-centered outof-class learning experiences to prepare students
More informationUniversity of Toronto
University of Toronto OFFICE OF THE VICE PRESIDENT AND PROVOST 1. Introduction A Framework for Graduate Expansion 2004-05 to 2009-10 In May, 2000, Governing Council Approved a document entitled Framework
More informationAGENDA Symposium on the Recruitment and Retention of Diverse Populations
AGENDA Symposium on the Recruitment and Retention of Diverse Populations Tuesday, April 25, 2017 7:30-8:30 a.m. Symposium Check-in and Continental Breakfast Foyer 8:30-9:30 a.m. Opening Keynote Session
More informationEnvision Success FY2014-FY2017 Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals
Strategic Goal 1: Enhancing pathways that guide students to achieve their academic, career, and personal goals Institutional Priority: Improve the front door experience Identify metrics appropriate to
More informationStrategic Plan Revised November 2012 Reviewed and Updated July 2014
DUKE UNIVERSITY Medical Center Library & Archives Strategic Plan 2011-2016 Revised November 2012 Reviewed and Updated July 2014 Mission Connecting Duke to biomedical knowledge networks. Vision The vision
More informationLincoln School Kathmandu, Nepal
ISS Administrative Searches is pleased to announce Lincoln School Kathmandu, Nepal Seeks Elementary Principal Application Deadline: October 30, 2017 Visit the ISS Administrative Searches webpage to view
More informationJuly 17, 2017 VIA CERTIFIED MAIL. John Tafaro, President Chatfield College State Route 251 St. Martin, OH Dear President Tafaro:
July 17, 2017 VIA CERTIFIED MAIL John Tafaro, President Chatfield College 20918 State Route 251 St. Martin, OH 45118 Dear President Tafaro: This letter is formal notification of action taken by the Higher
More informationDivision of Student Affairs Annual Report. Office of Multicultural Affairs
Department Mission/Vision Statement Division of Student Affairs 2009-2010 Annual Report Office of Multicultural Affairs The Office of Multicultural Affairs provides comprehensive academic, personal, social,
More informationWide Open Access: Information Literacy within Resource Sharing
Wide Open Access: Information Literacy within Resource Sharing 1. Fully align our resources and services to the colleges educational and research missions. Align information literacy (IL) instruction,
More informationInnovating Toward a Vibrant Learning Ecosystem:
KnowledgeWorks Forecast 3.0 Innovating Toward a Vibrant Learning Ecosystem: Ten Pathways for Transforming Learning Katherine Prince Senior Director, Strategic Foresight, KnowledgeWorks KnowledgeWorks Forecast
More informationDeveloping an Assessment Plan to Learn About Student Learning
Developing an Assessment Plan to Learn About Student Learning By Peggy L. Maki, Senior Scholar, Assessing for Learning American Association for Higher Education (pre-publication version of article that
More informationDirector, Ohio State Agricultural Technical Institute
Director, Ohio State Agricultural Technical Institute The Ohio State University invites applications and nominations for the position of Director, Ohio State Agricultural Technical Institute (Ohio State
More informationFor the Ohio Board of Regents Second Report on the Condition of Higher Education in Ohio
Facilities and Technology Infrastructure Report For the Ohio Board of Regents Second Report on the Condition of Higher Education in Ohio Introduction. As Ohio s national research university, Ohio State
More information2015 Academic Program Review. School of Natural Resources University of Nebraska Lincoln
2015 Academic Program Review School of Natural Resources University of Nebraska Lincoln R Executive Summary Natural resources include everything used or valued by humans and not created by humans. As a
More informationFor Your Future. For Our Future. ULS Strategic Framework
For Your Future. For Our Future. ULS Strategic Framework Contents Mission Vision Development Introduction Framework For Your Future. For Our Future. Academic Success, Student Success & Educational Attainment
More informationABET Criteria for Accrediting Computer Science Programs
ABET Criteria for Accrediting Computer Science Programs Mapped to 2008 NSSE Survey Questions First Edition, June 2008 Introduction and Rationale for Using NSSE in ABET Accreditation One of the most common
More informationPriorities for CBHS Draft 8/22/17
Priorities for CBHS 2017-18 - Draft 8/22/17 Preserve, Deepen and Grow Mission for Faculty Cultivate and sustain excellent, Expeditionary Learning teachers. Educate each student to meet rigorous, vital
More informationAugusta University MPA Program Diversity and Cultural Competency Plan. Section One: Description of the Plan
Augusta University MPA Program Diversity and Cultural Competency Plan Section One: Description of the Plan Over the past 20 years, the United States has gone through tremendous changes. Those changes include
More informationWhat Is a Chief Diversity Officer? By. Dr. Damon A. Williams & Dr. Katrina C. Wade-Golden
What Is a Chief Diversity Officer? By Dr. Damon A. Williams & Dr. Katrina C. Wade-Golden To meet the needs of increasingly diverse campuses, many institutions have developed executive positions to guide
More informationCommunity Enrichment
April 12, 2017 1 Community Enrichment The Villages Community Development Districts Recreation Department was directed by the Village Center Community Development District Board on December 7 th to establish
More informationPROPOSED MERGER - RESPONSE TO PUBLIC CONSULTATION
PROPOSED MERGER - RESPONSE TO PUBLIC CONSULTATION Paston Sixth Form College and City College Norwich Vision for the future of outstanding Post-16 Education in North East Norfolk Date of Issue: 22 September
More informationStrategic Planning for Retaining Women in Undergraduate Computing
for Retaining Women Workbook An NCWIT Extension Services for Undergraduate Programs Resource Go to /work.extension.html or contact us at es@ncwit.org for more information. 303.735.6671 info@ncwit.org Strategic
More informationWhat is an internship?
What is an internship? An internship or work placement is an important opportunity to gain working experience in a particular career area. There are generally two types of internship that are available,
More informationMath Pathways Task Force Recommendations February Background
Math Pathways Task Force Recommendations February 2017 Background In October 2011, Oklahoma joined Complete College America (CCA) to increase the number of degrees and certificates earned in Oklahoma.
More informationUniversity of Colorado Skaggs School of Pharmacy and Pharmaceutical Sciences Programmatic Evaluation Plan
University of Colorado Skaggs School of Pharmacy and Pharmaceutical Sciences 2015 Programmatic Evaluation Plan The purpose of this document is to establish and describe the programmatic evaluation plan
More informationFull-time MBA Program Distinguish Yourself.
Full-time MBA Program Distinguish Yourself. uconnmba@business.uconn.edu +1 (860) 728-2440 mba.uconn.edu Greetings! Thank you for your interest in our graduate business programs at the University of Connecticut
More informationThe Dropout Crisis is a National Issue
2012 ANNUAL REPORT The Dropout Crisis is a National Issue Thirty percent of U.S. students drop out of high school, with dropout rates exceeding 50% in poor urban communities. Students who dropout face
More informationDRAFT VERSION 2, 02/24/12
DRAFT VERSION 2, 02/24/12 Incentive-Based Budget Model Pilot Project for Academic Master s Program Tuition (Optional) CURRENT The core of support for the university s instructional mission has historically
More informationStrategic Goals, Objectives, Strategies and Measures
Strategic Goals, Objectives, Strategies and Measures ISU s Strategic Planning Working Group 12/16/2016 ISU s Strategic Objectives (Proposed) Goal #1: Grow Enrollment Objective: Increase new degree-seeking
More informationCommunication Disorders Program. Strategic Plan January 2012 December 2016
Communication Disorders Program Strategic Plan January 2012 December 2016 Preamble The Communication Disorders Program (CD) at Georgia State University began with only one faculty member in 1974. The Program
More informationMeek School of Journalism and New Media Will Norton, Jr., Professor and Dean Mission. Core Values
Meek School of Journalism and New Media Will Norton, Jr., Professor and Dean 2009-2010 Mission The School of Journalism and New Media at the University of Mississippi has as its primary mission the education
More informationLibraries Embrace the Engineering Grand Challenges
Bucknell University Bucknell Digital Commons Faculty Conference Papers and Presentations Faculty Research and Publications 6-28-2017 Libraries Embrace the Engineering Grand Challenges James A. Van Fleet
More informationINSPIRE A NEW GENERATION OF LIFELONG LEARNERS
INSPIRE A NEW GENERATION OF LIFELONG LEARNERS CONTENTS 2 S VISION, MISSION AND CORE VALUES 3 4 S JOURNEY TO DATE WHAT 16 CONTACT DETAILS S VISION, MISSION AND CORE VALUES VISION A leader in innovative
More informationOFFICE OF ENROLLMENT MANAGEMENT. Annual Report
2014-2015 OFFICE OF ENROLLMENT MANAGEMENT Annual Report Table of Contents 2014 2015 MESSAGE FROM THE VICE PROVOST A YEAR OF RECORDS 3 Undergraduate Enrollment 6 First-Year Students MOVING FORWARD THROUGH
More informationUPPER ARLINGTON SCHOOLS
UPPER ARLINGTON SCHOOLS SERVE LEAD SUCCEED CHALLENGE AND SUPPORT EVERY STUDENT, EVERY STEP OF THE WAY. 2014-2015 www.uaschools.org 1950 North Mallway Drive Upper Arlington, Ohio 43221 (614) 487-5000 Introduction
More informationBuilding a Vibrant Alumni Network
Building a Vibrant Alumni Network Initiatives in support of the Elon Commitment strategic plan theme #6: Developing innovative alumni programs to advance and support the Elon graduate Background To meet
More informationGREAT Britain: Film Brief
GREAT Britain: Film Brief Prepared by Rachel Newton, British Council, 26th April 2012. Overview and aims As part of the UK government s GREAT campaign, Education UK has received funding to promote the
More informationQuality in University Lifelong Learning (ULLL) and the Bologna process
Quality in University Lifelong Learning (ULLL) and the Bologna process The workshop will critique various quality models and tools as a result of EU LLL policy, such as consideration of the European Standards
More informationÉCOLE MANACHABAN MIDDLE SCHOOL School Education Plan May, 2017 Year Three
ÉCOLE MANACHABAN MIDDLE SCHOOL 2015-2019 School Education Plan May, 2017 Year Three MESSAGE FROM SCHOOL PRINCIPAL In support of Rocky View Schools vision to ensure students are literate and numerate and
More informationuniversity of wisconsin MILWAUKEE Master Plan Report
university of wisconsin MILWAUKEE Master Plan Report 2010 introduction CUNNINGHAM 18 INTRODUCTION EMS CHEMISTRY LAPHAM 19 INTRODCUCTION introduction The University of Wisconsin-Milwaukee (UWM) is continually
More informationHigher Education. Pennsylvania State System of Higher Education. November 3, 2017
November 3, 2017 Higher Education Pennsylvania s diverse higher education sector - consisting of many different kinds of public and private colleges and universities - helps students gain the knowledge
More informationUpward Bound Program
SACS Preparation Division of Student Affairs Upward Bound Program REQUIREMENTS: The institution provides student support programs, services, and activities consistent with its mission that promote student
More informationACCREDITATION STANDARDS
ACCREDITATION STANDARDS Description of the Profession Interpretation is the art and science of receiving a message from one language and rendering it into another. It involves the appropriate transfer
More informationSACS Reaffirmation of Accreditation: Process and Reports
Agenda Greetings and Overview SACS Reaffirmation of Accreditation: Process and Reports Quality Enhancement h t Plan (QEP) Discussion 2 Purpose Inform campus community about SACS Reaffirmation of Accreditation
More informationMINNESOTA STATE UNIVERSITY, MANKATO IPESL (Initiative to Promote Excellence in Student Learning) PROSPECTUS
p. 1 MINNESOTA STATE UNIVERSITY, MANKATO IPESL (Initiative to Promote Excellence in Student Learning) PROSPECTUS I. INITIATIVE DESCRIPTION A. Problems 1. There is a continuing need to develop, revise,
More informationCOLLEGE OF BUSINESS AND ECONOMICS DEPARTMENT OF MARKETING CLINICAL FACULTY POLICY AND PROCEDURES
1 COLLEGE OF BUSINESS AND ECONOMICS DEPARTMENT OF MARKETING CLINICAL FACULTY POLICY AND PROCEDURES Definition of Clinical Faculty A Clinical Faculty member in the Department of Marketing (Marketing) is
More informationUNIVERSITY OF DERBY JOB DESCRIPTION. Centre for Excellence in Learning and Teaching. JOB NUMBER SALARY to per annum
UNIVERSITY OF DERBY JOB DESCRIPTION JOB TITLE DEPARTMENT / COLLEGE LOCATION Associate Professor: Learning and Teaching Centre for Excellence in Learning and Teaching Kedleston Road JOB NUMBER 0749-17 SALARY
More informationStudent Experience Strategy
2020 1 Contents Student Experience Strategy Introduction 3 Approach 5 Section 1: Valuing Our Students - our ambitions 6 Section 2: Opportunities - the catalyst for transformational change 9 Section 3:
More informationPromotion and Tenure Guidelines. School of Social Work
Promotion and Tenure Guidelines School of Social Work Spring 2015 Approved 10.19.15 Table of Contents 1.0 Introduction..3 1.1 Professional Model of the School of Social Work...3 2.0 Guiding Principles....3
More informationThe Ohio State University Library System Improvement Request,
The Ohio State University Library System Improvement Request, 2005-2009 Introduction: A Cooperative System with a Common Mission The University, Moritz Law and Prior Health Science libraries have a long
More informationProcedures for Academic Program Review. Office of Institutional Effectiveness, Academic Planning and Review
Procedures for Academic Program Review Office of Institutional Effectiveness, Academic Planning and Review Last Revision: August 2013 1 Table of Contents Background and BOG Requirements... 2 Rationale
More informationAAC/BOT Page 1 of 9
Page 1 of 9 Page 2 of 9 Page 3 of 9 1-PAGE EXECUTIVE SUMMARY TEMPLATE: INTRA-AGENCY ADVISORY AND DELIBERATIVE MATERIAL MEMORANDUM Executive Summary of Upcoming Board Review or Action Item DATE: 2/16/17
More informationSTUDENT LEARNING ASSESSMENT REPORT
STUDENT LEARNING ASSESSMENT REPORT PROGRAM: Sociology SUBMITTED BY: Janine DeWitt DATE: August 2016 BRIEFLY DESCRIBE WHERE AND HOW ARE DATA AND DOCUMENTS USED TO GENERATE THIS REPORT BEING STORED: The
More informationSEARCH PROSPECTUS: Dean of the College of Law
SEARCH PROSPECTUS: Dean of the College of Law TABLE OF CONTENTS 3 The College of Law 4 Mission of the College of Law Academics and Curriculum at the College of Law 5 History, Accreditation and Enrollment
More informationSelf Assessment. InTech Collegiate High School. Jason Stanger, Director 1787 Research Park Way North Logan, UT
Jason Stanger, Director 1787 Research Park Way North Logan, UT 84341-5600 Document Generated On June 13, 2016 TABLE OF CONTENTS Introduction 1 Standard 1: Purpose and Direction 2 Standard 2: Governance
More informationCurricular Reviews: Harvard, Yale & Princeton. DUE Meeting
Curricular Reviews: Harvard, Yale & Princeton DUE Meeting 3 March 2006 1 Some Numbers for Comparison Undergraduates MIT: 4,066 1,745 engineering majors (plus 169 Course 6 MEng) 876 science majors 128 humanities,
More informationEvaluation of Grassroots Volunteer Leadership Development Training Conducted by Points of Light Foundation
Evaluation of Grassroots Volunteer Leadership Development Training 2003-2004 Conducted by Points of Light Foundation Evaluation of Grassroots Volunteer Leadership Development Training 2003-2004 Conducted
More informationI. Proposal presentations should follow Degree Quality Assessment Board (DQAB) format.
NEW GRADUATE PROGRAM ASSESSMENT CRITERIA POLICY NUMBER ED 8-5 REVIEW DATE SEPTEMBER 27, 2015 AUTHORITY PRIMARY CONTACT SENATE ASSOCIATE VICE-PRESIDENT, RESEARCH AND GRADUATE STUDIES POLICY The criteria
More informationEDUCATIONAL ATTAINMENT
EDUCATIONAL ATTAINMENT By 2030, at least 60 percent of Texans ages 25 to 34 will have a postsecondary credential or degree. Target: Increase the percent of Texans ages 25 to 34 with a postsecondary credential.
More informationSECTION I: Strategic Planning Background and Approach
JOHNS CREEK HIGH SCHOOL STRATEGIC PLAN SY 2014/15 SY 2016/17 APPROVED AUGUST 2014 SECTION I: Strategic Planning Background and Approach In May 2012, the Georgia Board of Education voted to make Fulton
More informationCONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION. Connecticut State Department of Education
CONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION Connecticut State Department of Education October 2017 Preface Connecticut s educators are committed to ensuring that students develop the skills and acquire
More informationUNCF ICB Enrollment Management Institute Session Descriptions
UNCF ICB Enrollment Management Institute Session Descriptions Thursday, July 21, 2016 Time Session Titles Room 10:00AM- 12:00 PM Registration Opening Plenary and Lunch Brian K. Bridges, Ph.D. Vice President,
More informationOklahoma State University Policy and Procedures
Oklahoma State University Policy and Procedures REAPPOINTMENT, PROMOTION AND TENURE PROCESS FOR RANKED FACULTY 2-0902 ACADEMIC AFFAIRS September 2015 PURPOSE The purpose of this policy and procedures letter
More informationLoyola University Chicago Chicago, Illinois
Loyola University Chicago Chicago, Illinois 2010 GRADUATE SECONDARY Teacher Preparation Program Design D The design of this program does not ensure adequate subject area preparation for secondary teacher
More informationSuperintendent s 100 Day Entry Plan Review
Superintendent s 100 Day Entry Plan Review January 10, 2012 Thelma Meléndez de Santa Ana, Ph.D. Superintendent 2 The 100-Day Entry Plan Roll-Out What We ll Cover Reflections & Observations on Our Aha!
More informationIntroduce yourself. Change the name out and put your information here.
Introduce yourself. Change the name out and put your information here. 1 History: CPM is a non-profit organization that has developed mathematics curriculum and provided its teachers with professional
More information